Additional resources

Objectives Focus on Compensation, Tools, Training

Achieving the compensation goals, especially in the current budgetary climate, will be a challenge. But given the impact of the faculty and staff on the future of the University, it appropriately tops the list of objectives.

Also key is the professional development component, with programs tailored to faculty, supervisors and other groups within the workforce. Providing employees with additional training will improve learning, leadership, management, service and processes, as well as make the University stronger.

There are nine major objectives under the Valuing and Supporting People strategic objective:

Ensure MSU sustains and improves the capabilities and competencies of its staff

Measure 1:

2016 Target:

Source: Best practices from Society of Human Resources Management, College and University Professional Association for Human Resources and American Society for Training and Development

Tactics:

Accountability:

Complete implementation of the new Learning Management System which will support in class, online and blended learning solutions to provide additional training opportunities to support both supervisory and leadership training

Office of Human Resources in coordination with the Faculty Center for Teaching and Learning

Expand supervisory/leadership learning opportunities for current and new supervisors to participate in as part of their professional development

Office of Human Resources in coordination with the Faculty Center for Teaching and Learning

Require all newly appointed supervisors/leaders participate in a supervisory/leadership class as part of their development

Office of Human Resources in coordination with the Faculty Center for Teaching and Learning

Add a University-wide objective to Section One of the Appraisal and Development Plan for supervisors that would require them to participate in a learning activity annually that would enhance their supervisory/leadership skills

Office of Human Resources in coordination with the Faculty Center for Teaching and Learning

Measure 2:

Number of employee hours enrolled in professional development courses

2016 Target:

Increase from 21,742 hours to 23,916 hours

Source: Best practices from Society of Human Resources Management, College and University Professional Association for Human Resources and American Society for Training and Development

Tactics:

Accountability:

Complete implementation of the new Learning Management System which will support in class, online and blended learning solutions to provide additional training opportunities to support employee development

Office of Human Resources in coordination with the Office of the Provost

Allow employees to document participation of external professional development courses, conferences and seminars as part of their employee professional development transcripts in the new Learning Management System

Office of Human Resources in coordination with the Office of the Provost

Promote a culture of learning for all employees within the University system through leadership and supporting employees in advancing their knowledge and job skills

Office of Human Resources in coordination with the Office of the Provost

Measure 1:

Through comprehensive review of faculty roles and rewards, align promotion/tenure and annual evaluation guidelines with the University's mission and vision

2016 Target:

TBD

Source: Best practices from Society of Human Resources Management, College and University Professional Association for Human Resources and American Society for Training and Development

Tactics:

Accountability:

TBD but should include written expectations of faculty work along the lines that coincide with the University's mission

Office of the Provost

Measure 2:

Percent of staff with defined performance expectations which support the University's mission

2016 Target:

Increase from 20% to 100%

Source: Best practices from Society of Human Resources Management, College and University Professional Association for Human Resources and American Society for Training and Development

Tactics:

Accountability:

Relate target to Section Two – Organizational Values, Behaviors and Competencies of the Appraisal and Development Plan, which addresses employee performance expectation in relation to the University’s mission, to include mission integration and organizational commitment

Vice President for Administrative and Information Services (AIS) in coordination with the Office of the Provost

Add another column to Section One of the Appraisal and Development Plan where supervisors could indicate if the objective supports the University mission during the planning and evaluation

Measure 3:

2016 Target:

Source: Best practices from Society of Human Resources Management, College and University Professional Association for Human Resources and American Society for Training and Development

Tactics:

Accountability:

Monitor the requirement that employees performing below the Competent Level (3) for their job have received a PIP designed to notify the employee of their less than competent performance and provide a plan for improvement

Vice President for AIS in coordination with the Office of the Provost

Provide additional supervisor/leadership training to assist supervisors with tactics on how to address difficult situations and to development improvement plans for their employees

Vice President for AIS in coordination with the Office of the Provost

Formalize the mid-year performance feedback on the Appraisal and Development Plan Process as a requirement for all supervisors to conduct a mid-year meeting so there is an opportunity for improvement prior to the end of the evaluation period

Vice President for AIS in coordination with the Office of the Provost

Reward employees based on merit and at competitive compensation

Measure 1:

Percent of faculty at mean salary levels based upon peer group salary data

Measure 2:

2016 Target:

Source: Best practices from Society of Human Resources Management, College and University Professional Association for Human Resources and American Society for Training and Development

Tactics:

Accountability:

Develop a meaningful salary increase budget each year and award annual salary increases based on performance for faculty and staff

Vice President for Administrative and Information Services (AIS)

As funding permits, add an "extra" percentage increase every third year of employment to high performing employees (average ADP score over previous 3 years of 4.0 and above) who are below the midpoint of their salary range for staff